A creative operations consultant helps creative teams — and the leaders who run them — bring structure to how work actually gets planned, approved, and delivered. My job isn't to touch the creative work itself; it's to build the workflows, systems, and operating rhythm underneath it, so teams can produce more with less friction. In practice that means things like operational audits, process design, defining roles and responsibilities, staffing guidance, and ongoing fractional leadership. All aimed at helping teams scale without losing the energy that makes the work good in the first place.

A few signs tend to show up first: creative volume or ambition has gone up faster than your systems can handle, leadership can feel friction but can't quite pinpoint the cause, or the team is working hard yet output still feels uneven and reactive. If any of that sounds familiar, it's usually not a talent problem — it's a structure problem. That's exactly the gap I help close.

An operational audit is a short, focused engagement. I look at how work gets planned, approved, and delivered to pinpoint what's working, what's not, and what to fix first, then hand you prioritized recommendations you can act on. Fractional creative operations leadership is a longer, embedded relationship. I show up as a senior operations leader inside your team, close enough to see what's actually happening day to day, senior enough to help fix it, for however long you're navigating change. If you need clarity on what's broken, start with an audit. If you need someone steering the fix over time, that's fractional leadership.

Both! Plus the leadership teams overseeing them. I partner with founders and executive leaders running creative or production teams, in-house creative teams and internal agencies scaling fast inside marketing, brand, or product organizations, and external agencies managing complex client rosters and competing timelines. What connects all of them is the same underlying need: stronger operational rigor that helps the work scale without adding bureaucracy or slowing the creative down.

I've spent 20 years on both sides of this work. I started in creative production, producing video and photo content from concept through delivery, before moving into building the systems and operating models that let teams scale. That means I've sat in the chair making the work and the chair running the team behind it, so I don't approach operations as an outside observer. I've pulled the all-nighters caused by a broken handoff and felt the difference when a brief-intake process actually worked. That dual lens shapes every engagement: the goal is never process for its own sake, it's protecting the work and the people making it.

Collaborative, honest, and straightforward. I am here to guide the process, bring ideas to the table, and keep things moving.

Every engagement is scoped around the work, not a flat rate across the board. Pricing depends on the type of support you need and how long you need it. Operational audits are a flat fee, time-boxed engagement with a clear start and end point. Fractional Creative Operations Leadership is billed as a monthly retainer, scoped around your team's specific needs and the length of support required. The right starting point depends on your team's size, complexity, and how much structural work is needed — which is exactly what we'd figure out together in an initial conversation, before anything is proposed or committed to.